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NREMT Strategic Plan (2009)

Executive Summary

The National Registry of Emergency Medical Technicians (NREMT) Board of Directors first began using Strategic Planning as a method to expend two important resources, personnel time and financial abilities, in the year 2000. The Board wanted a method to lead the NREMT through the next decade. Using a facilitator familiar with health agencies and strategic planning, the Board identified the NREMT customers, products and services, values, major assets, barriers and strategic directions. Members were free to interact during the process, and everyone was able to critique a final draft prior to submission and approval by the Board at the June 2001 meeting. The Strategic Plan is reviewed and updated at every November Board meeting.

In November of 2007, the Board of Directors revisited the long range strategic plan of the NREMT. A facilitator guided Board members through a consensus process and targeted issues and strategies were identified that would broadly lead the NREMT through the years of 2009 to 2015. During 2008, an Ad-Hoc Strategic Planning Committee met and grouped together initiatives that could be assigned to various Board committees. This planning committee then reported to the Board at the mid-year meeting and all considerations suggested by the Board were incorporated into the 2009 strategic planning process. Some initiatives are scheduled to start in 2009. Some initiatives will carry over multiple years and require on-going planning. Some initiatives received a lower priority and will be accomplished sometime between 2009 and 2015. The 2009 Strategic Plan is a starting point for many initiatives and also incorporates needs of the continued mission of the NREMT.

The NREMT re-assessed its core values and re-confirmed they will continue to advocate for quality patient care, exhibit leadership and professionalism, and function with integrity. Valuing honesty and objectivity, the NREMT will provide excellent customer service and operate in a staff friendly environment and in an accessible, open and consensus-building manner. The NREMT will be flexible and innovative to support the EMS profession and operate in a fiscally responsible method.

Customers are an important identifier for the NREMT. As a certification agency, the ultimate beneficiary of the NREMT’s work is the public we serve. To accomplish this mission, the plan identifies four major customer groups: EMTs who wish to, or are required to be nationally certified; state EMS offices and military agencies who grant authority to practice; educational institutions who provide EMS instruction; and the employers who hire EMS professionals.

The NREMT provides a wide variety of products and services to meet the needs of its customers. They include: a registry for nationally certified EMTs, valid and reliable computer based tests for entry-level EMS responders, access via a contractual agreement with Pearson VUE to over 330 test sites in the U.S., an on-line application system linked to state licensing agencies, nationally consistent re-certification requirements for First Responders and EMTs, information from testing and registration databases, technical assistance to states and organizations, a newsletter, sales items which identify the registration status of NREMTs and research which benefits the NREMT, competency measurement and EMS workforce issues.

Understanding the current mission, values, customers, products, services, assets and barriers allowed the Board to identify its strategic directions. Recognition that EMS is an evolving discipline, that technology is under constant revision and that staffing and resources are limited, the Board identifies major directions for each year and modifies in response to changes.

The Board chose three priority strategic directions for 2009. The first centered on the continued functions and planned enhancement in the NREMT administration and operations. Included in this direction are efforts to add items to pools that meet the new National EMS Scope of Practice Model; to continue work to revise all psychomotor examinations; to update the NREMT practice analysis; to work with the community to develop a psychomotor competency package; to continue planned enhancements to the NREMTs computer system, research program and community relations initiatives. The second priority strategic direction was to assess and enhance the NREMT as the National EMS Certification. Included within this initiative was to work with the national community to develop transition programs from the current levels of EMS providers to those outlined in the National EMS Scope of Practice Model; to explore the development of a system for centralized reporting and dissemination of criminal activities, licensure and disciplinary history; to develop a timeline and plan to explore revision of the NREMT re-certification requirements; and to continue work with West Virginia regarding re-instatement of former NREMTs. The final priority strategic direction was to review the NREMT by-laws and governance structure.

A report on progress of these directions will be made at the November, 2009 Board meeting.

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